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tv   [untitled]    June 24, 2012 8:30pm-9:00pm PDT

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out that will result in significant improvements in our operations, and, frankly, this is a world that is evolving away too quickly for most of us to understand, and we really need to have a professional there to help us to love -- develop this process in order to increase the quality of our services. the second point talks about our case management system. this system is basically this software package that we use to manage all of the information that comes into the office, and our current version is fairly antiquated and does not necessarily provide the level of support that we need in order to track a workload and have a better understanding of what we need to do in the office as well as provide for many other customer services, anywhere from the delivery of electronic
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subpoenas to my ability to track workloads by attorney and by section, to leave and our ability to project in the future as to what are going to be our needs, and today, most of that work has to be done manually. the next area that i would like to discuss is our continuing -- this is one also like to underline, because if you look at those, you will notice that we have gone from providing victims' services to 4002 wondered and 40 cents -- 47 incidences to a projected number of 5825, for 2012, and that is a direct result of my placing victims' services that are high profile in our office. we currently have victim services located in the mission
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district, and we have also victims' services located in chinatown. i can tell you that we are reaching people that would not normally come to the hall of justice. as a matter of fact, i happen to be there, , when a modeling will, cantonese-speaking woman came. she was a victim of a scam, which made you have heard several victims were approached with a bait and switch kind of operation, and approximately $800,000 were stolen from various victims, mostly elderly chinese women. the particular case i happened to see when i was there, we had a lady who had actually been victimized. there were approximately $10,000 stolen from her, and she was so ashamed that she had not even told her family. she was hiding this information,
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and it was not until she realized that we were coming forward and really asking the community to come forward, and more importantly that we were in chinatown that she felt comfortable enough to speak to victims' services and become one of those who reported the crime. we know specifically that there are many underserved communities where they will not come to the hall of justice, and this increase representation is want to be critical if we want to be able to reach and provide a level of services that all of our communities deserve. supervisor chu: i am sorry. can you tell us again where these are? >> at the bayview y.m.c.a.. another is in the mission district, and the third is at the cameron house in chinatown. my goal is in the next few years to have this citywide.
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i have to also point out that there was no extra funding. this was just a reallocation of movement within the office, and you will hear later on when we get into the policy recommendations that we have suffered some cuts, victims' services, but we're hoping to make holes for a general fund. and and supervisor chu: -- supervisor chu: thank you for that story. often, we find these victims. >> unquestionably. another item that i would like to point out, too, often, we provide services to victims in cases where we may not even be able to prosecute the case because the offender may not have been arrested, or we may not have sufficient evidence to prosecute, so our victims' services exceeds the prosecutorial side.
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the next area that i would like to talk about is the continuing investment in our backlog reduction. if you recall, last year, there was a request for having the funding for an additional prosecutor work for the homicide unit. at that point, we had a significant number of cases that were becoming very old, that were in excess of four years old, some as old as seven years old, and for a homicide case to be out there that long, it creates significant problems for everybody. number one, you probably have someone who is in county jail waiting for a trial, and we are paying per year to house the person. number two, the ability to bring witnesses and witnesses to be able to handle the case appropriately decreases with time. so what we did is we took a conservative effort to try to reduce the backlog, and i am happy to say we have now
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reduced that by 76%. we are basically at a point we have two or three, maybe four cases over a few years old, and we hope to resolve those cases, and to keep that from occurring in the future, as well, we are handling more cases that, as the public defender indicated, these dna cases start coming in, we are increasing that workload as well. the next area that i think is really of tremendous importance, one of the major initiatives, this has to do with the whole concept of neighborhood courts and neighborhood prosecutors. as you recall last year, we created the neighborhood prosecutor's position. at that time, the board was gracious enough to fund for one neighborhood prosecutor, and we
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have reallocated the workload in our office, and we now have neighbor prosecutors city-wide, so while there was funding for one, we now have five prosecutors, so every single district now has a neighbor prosecutor, which is one neighbor prosecutor for every two stations, and we're seeing a by product benefit from doing this because the prosecutors are working with the community, working with the police, and this is a very different structure. we are involved in problem solving, dealing with neighborhood-level issues, and my goal is that this program will flourish to the point where it will become one of the models in the nation. fyfe i can tell you that even folks and other parts of the country are looking at our model because our model is somewhat unique. while there are neighbor prosecutors in other cities, none of them are as robust as what we are trying to do, and
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that, in cooperation with neighborhood courts, and you heard from the public offender -- defender. we handled for madrid cases last year through the neighborhood courts, and this is a justice model. not only are we taking these cases away from a hall of justice and creating more important or more complex cases, we are also giving the community the ability to engage with problem-solving and to deal with neighborhood level services, and we are seeing some great results in that area. as i indicated, i have gone through this. we are with our continuing efforts to deal with our neighbor level services. what we're calling community focus groups. we have no groups with the
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african-american community, the hispanic community, the pacific islanders community, women, and the lgbt community, and our goal is continue to enlarge this. these are city-level white groups that work with our office staff to identify city-wide problems and identify better ways for us to continue to deliver our services. the next area year has to deal with the realignment, and i think all of you are very familiar of the concept were basically we are taking as a result of the budgetary movements from the governor and the state legislature last year, raising the number of cases that would normally be handled and housed at the state corrections system. they have come to the local level. i think san francisco has a lot to be proud about, because what we have done is we have a complete systemwide consortium
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that involves alterations, the public defender, the police department, the district attorney's office, and many other partners to ensure that realignment works in san francisco, and what we are seeing, as he spoke to today, we have seen the reduction or incarceration where most other counties, in fact, i believe all 57 other counties in the state, in their jail systems are overflowing, overcapacity. we're maintaining a significant reduction in our jail population and actually have open space, and part of that is due to all of the work that partner's dog have in realignment. there are certain things i want to point out because they are very important. one is the return of the planner. we are the only district attorney's office in the nation that i know of that has this, and what we are doing is bringing a social service professionals to work with our prosecutors very early on in the
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prosecutorial process to assess what is the best outcome that we can deliver, not only for the victim in this case and the community but the offender as well, and what we are seeing is increasingly, that helps us come up with outcomes that lower the incarceration rate and improve the ultimate outcome is. while this is a program very much in its infancy, we are seeing very good results, and we hope that will continue to grow. another example of what we are doing is in collaboration with a foundation, where we now have a transitional housing program for offenders, and this is an area where we got a grant from the u.s. the barman of justice, a reentry tool to bring people back into the community and integrate them into the community successfully as opposed to just dumping people on the street and hoping that they will be able to do what they need to do on their own. also, the early resolution gallagher, and this is one of the things mentioned.
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the fact that we are working together very thoughtfully with the way we file cases as well as the way everyone else works together in the system to reduce the workload. as well as the other area i forgot to mention, we spend a great deal of time training our staff. the next iowa to talk about is the department why training. hit the right button there. ok. as was indicated earlier, we had some problems with integrity and training in the office and 3-d compliance, and since i took over the office, we have spent a great deal of time to make sure that those areas are handled -- and that they are brady compliant. the cases tried has gone from 40% to 67%, and i attribute that
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directly to much better trained personnel. next, very quickly, i want to go over our capital plan. i understand that there really is no funding in order to provide for new facilities, but also, there is the reality that we of working space that is completely inadequate for the type of work that we are doing, and one of the things that i am looking to do is actually work and try to develop a public- private partnership where perhaps we can identify property that can be built and suitable for our needs but do it in a combination where we have a mixed use building that would be in line with everything else we're doing in the city with reduced commuter traffic and hopefully making this enterprise fully funded without necessarily having to touch a general fund or any other government fund. i know one of the questions had to do with for us to talk about language access, and very briefly, i want to say we are
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fully committed to full language access in the office. 60% of our clients are -- about 70% -- i am sorry. 31% of our staff or 74 people are multilingually, and that is up from last year. recorded in english, spanish, chinese, both cantonese and mandarin, russian, and we're continuing to expand that area. most of our publications are also in multiple languages, and there is the outreach that we do, whether it is with the cameron house or in the baby. it is all multilingually. finally, as far as the slides are concerned, talking about the job creation, and very briefly, i want to say that while we are
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not necessarily an agency that hires a lot of people, we do hire a lot of summer interns. as a matter of fact, we have approximately 60 to 70 young people that are brought in every fall, spring, and summer to work in the office. some of them we actually find money to pay stipends for them. we're continuing to grow in that area. concerning the budget recommendation, i have to say that we are with the budget's recommendation from the mayor. there is just a minor area here. this is the policy recommendation area, and we would urge that you would provide funding for those, and then there is a management position in my office. as we restructure the office and move people around, we have increased responsibility for people working in my front
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office, and this position, while the salary is about $30,000, we are not looking to spend that much money, but nevertheless, this is a really import position for us. having said that, as i indicated earlier, we do not have any additional people who are being added, and when i look at these substitutions we have engaged in, even with the savings, we will be about $21,300 less than we would have otherwise been. i am open for any questions you may have. supervisor chu: so if i can understand, with the budget analyst's recommendation, you are in agreement with all of them except for the one? >> the one position. yes. supervisor chu: in this position, it seems like the reassignment that was presented -- previously funded and would now be moving to the general fund, that one is not necessarily a recommended cut
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from the budget analyst's office? can you speak a little bit more towards this area and help us understand how this helps your organization? >> yes. as i indicated earlier, one of the efforts that we are moving towards is greater penetration within the community. if i can go back to the slide for a second, victim services, you will see that we have had a 37% increase in outreach to victims. it is right up there. about 4200 to projected 5800 contacts, and i anticipate that that is going to continue to grow as we continue to add office hours around the community, so we have people that normally would not have come to us, and now they are coming to us because we are out there, and unfortunately, we are the victim of the reductions at
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the state and federal level with grants that were expired, and we are hoping we can continue to fund those so we can have the same level of support in this area. >> and with regards to the position, the budget analyst explanation as to why they are not recommending the approval of the position is primarily the fact that you folks are basically trying? they have increased supervisor rod response ability. we have greater were coming to the front office, how we manage
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our work flow, so this is a position that on paper does not necessarily reflect the importance and the amount of work that is occurring there, and again, i want to point out that we are, actually, if you look at the net salary savings on the substitutions if we move people around the office is actually, it even including this position, and assuming we go to the full range, which we do not plan to do, we would still be in a net savings of about $21,000, so we are really not asking for any additional money. supervisor chu: supervisor kim? supervisor kim: no you currently have 35 vehicles in your office. have you done an assessment about the current need? is there a need for all 35?
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i am just curious if we're implementing things like car share and other sorts of things. >> we actually do a lot of car sharing in the office, and the things that really drive our need for those vehicles is multifold. number one, we have investigators that are often working in the field at different hours of the day, and they do share the cars. they do not necessarily take the cars. we also often have to travel to do witness relocation, so there is a lot of movement that comes from our investigative side, as well as we are increasing our presence in the community. often, some of the people that we're placing in the community, they may not necessarily own a car. it would be unrealistic that they would be riding public transportation of the time when they have to go from one meeting to another, so we have to provide a means for them to get from one position to the other quickly.
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supervisor kim: do you know how many people have it out on the road during the daytime? >> that i do not have, but we can get that for you, and one of the reasons we're asking for replacements is that they are old. supervisor kim: yes, i understand that this is a requirement under the health and clean air ordinance and that it is not a request from the department, but as we take cars off line and replace them with newer cars, i am often curious if we do an assessment and if we need all of the cars and that it is an opportunity for us to look at but deficiencies, because i think in the past, we used to have a lot of cars in the city, whether we needed them or not. so that is something we like to ask to do an audit of. >> we do a lot of audits with the total mileage, and we would be happy to do an audit for you. supervisor kim: thank you.
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chair chu: thank you. why do we not go to the budget analyst's report? >> there is the one disagreement that was stated, and the other is a policy, so the department is in agreement with the other recommendations, i would be glad to respond to any questions about any of the recommendations. supervisor chu: ok. thank you. colleagues, any questions? given that we have a basic agreement, i would like to take a motion to accept the areas where there is agreement, so i believe, if i understand correctly, it relates to the first three items on page 74, so, colleagues, can we take that? we will do that without objection. [gavel] and on the other issue, i am very cognizant of the attorneys time as well, so if we do not have to have you come back, what
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i would like to ask is if you could, the district attorney with the budget analysts, if he might be able to have some conversation and provide some facts and to us about how to think about this. from what i am hearing from the district attorney, it does not sound like the idea is to move this individual to the top step of this position, and that would be a small increase in terms of wages, however it is not reflecting this way, and i do think the budget analyst has a point about whether the title is commensurate with what they're actually going to be doing, and so i would like some more information about what that restructure looks like perhaps and, perhaps, if i could ask the budget analyst to take a look and see if there is a more appropriate job classification that would work out with the district attorney that would meet the job description and the job classification, i think that would be helpful. >> madam chair, we would be happy to do that.
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incidently, it is the four recommendations that the committee is accepting as opposed to 3? there is the last one? supervisor chu: you are correct. they are the first four. so given that, why do we say we do not need you, district attorney to come back. thank you very much. >> thanks. supervisor chu: thank you. why do we not go to that? >> good afternoon, madam chair and commissioners. moon i am going to keep this very brief. the court used to be funded by the city for all our operations, but that changed when state legislation removed responsibility of all trial
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courts and placed it with the city. the court receives $80 million in state funding to operate the court, but we still operate two city functions that have not transferred to the states, and those staffing the grand hatchery and managing the defense program, and it is to provide recommendation in cases of public defender cannot take due to unavailability. these are the functions of that constitutes the budget, and we are in full agreement with the budget analysts office. good as they recommend a reduction to the budget, and i am happy to take any questions you may have to.
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>> any additional comments? >> i have no additional comments. >> thank you for taking the time to agree to the cats. we really need it. i want to thank you for aboutha. we will not be requiring you to come back. can we take a motion to entertain these? we will do that without objection. let's return to the police department. g>> i want to thank you for letting me slide down in th.
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i promise i would be there. i want to acknowledge the budget office for all the help. take stevenson, are rose from the budget analysts office. my friend to will be leaving at arthur 30 years of service. he will be missed. our new cfo and our budget manager pierre reaganite rigid budget manager. did they have been heroic in helping mean -- our new cfo and budget manager. they have been heroic in helping me get through this process.
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here is how our budget plays out over the next two years, starting with our first year. the current year is 400 million. it will go to 492, and the second year, 549. the main increase is due to all vanilla concessions the record -- to all of the concessions and the staffing plan. we appreciate the mayor is acknowledging the staffing shortage. we are down to 220 officers, before we catch a bounce a. the next issue is over time. we believe we have been very
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conscientious and with this regard. even at full staffing. the last two years we have kept it under $10 million a year ago -- $10 million a year a. i think we would be naive to think we are not going to see some version of demonstrations. this would be down in 2008. when violence was high, staffing will slow. new -- was low. we do need that over time to get by wit